Realizing major organizational change and innovation is a complex process and many organizations do not obtain the outcomes they desire. This article describes which factors hinder or contribute to far-reaching change. These factors are sought in characteristics of organizations, and in the design and management of change processes. Underlying patterns in the change capacity of organizations suggest that the change capacity of organizations is neither low nor high. Five configurations show distinct patterns in factors that frustrate or contribute to change. The configurations are the innovative organization, the longing organization, the organization with aged technology, the organization with a clumsy change approach, and the cynical organization. The configurations demonstrate that focusing on multiple aspects of organizations and change processes is important to fully comprehend what hinders and helps organizations change. Furthermore, it is concluded that a sense of urgency is not needed for change to take place, that resistance to change is related to the management of the change process, that each configuration requires specific interventions, and that con- figurations may be related to organizational variables as sector and size.